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PR 101 EO Forum 102416
- 1. How to manageyour organization’s relationships with its various publics October 24, 2016
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- 3. 3 Deliver the rightmessage to the right audience through the right channel at the right time.
- 7. • Personal involvement(1:1) • Special event • News (release, alert, conference) • Social media • Opinion material • Thought leadership (blog, white paper, video, speaking, research) Channels 7
- 8. 8 Objective: Attract awesomerecruits who fit our values Current employees; recent grads; community leaders Advance 3x faster here; 5-star employee happiness; Work with elite clients Job fair, LinkedIn, facebook, blog, Best Place award entry Visit landing page; attend event; refer a candidate
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- 12. • Complaint postedon biker forum – No response from the company • Biker then posts video that shows he can unlock the Kryptonite lock with a Bic pen – The company still doesn’t respond • Bloggers continue to post about the fiasco • Company finally speaks, claiming that the locks are in fact effective • Mainstream media picks up the story • Kryptonite forced to replace all locks for an estimated cost of $10 million Kryptonite Lock Case Study 12
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- 14. • Crisis communicationplan – Social media response plan • Brand monitoring and active listening • Response time = hours, max 24 – If possible, take it off line • Be prepared for issues that could arise across multiple channels • Quickly share online the facts that you know • Show concern, tell the truth, accept responsibility What’s Needed Today 14
- 15. • Google Alerts •Sprout Social • Hootsuite • Addict-o-matic • Social Mention • http://keyhole.co/blog/the-top-25-social-media- monitoring-tools/ Social Monitoring Tools 15
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- 17. It’s a PRESENTATION… …nota CONVERSATION The Key to Success 17
- 18. • Neither friendnor foe • Wants a good story • Needs to impress editor/producer or blog followers • Could consider self as an expert (particularly blogger or consumer advocate) • Views self as watchdog or responsible for truth • Concerned about being scooped • Won’t wait for you to run with a story • Can be cynical and mistrustful • Social media tie-in is a real and growing factor The Typical “Modern” Journalist 18
- 19. • Timeliness • Responsiveness •Breaking news • Prominence • Consequences • Human interest • Scandal • Conflict or counter-intuitiveness What the Media Wants 19
- 20. In a perfectworld … •You would already have a relationship with your reporter •Your reporter would be objective •Your reporter would be accurate •Your reporter would be an expert on your company and your industry •Your reporter would be responding to your story idea Media Relationships 20
- 21. In the realworld, your reporter … •Will be on deadline •Will have heard from others first •Will have more information than you do •Will already have an idea on how he or she wants to shape the story •Will be multi-tasking The Reality 21
- 22. You have theright to know... •What the story is about •When the story will be used •Whether you will be responding to others •If the interview will be live or taped •Where the story will run •Who will be doing the interview And you have a right to… •Help define the agenda •Ask questions •Courtesy and respect Rules of the Game 22
- 23. You Do Nothave the right to… •Know the questions in advance (although some might share, but never expect it nor ask) •See the story in advance •Change your quotes or edit the story •Expect your view to be the only one presented Rules of the Game 23
- 24. Reporters have aright to… •Reasonable access to information •Respect for deadlines •Concise answers •Follow up for clarification and additional information •Redirect the interview to the subject under discussion •Evaluate/report the story as the reporter sees it •Courtesy and respect Rules of the Game 24
- 25. An effective strategyand higher probability of a favorable outcome hinges on your ability … •To convey confidence – Go in as an equal and enthusiastic participant •To maintain control – Steer the interview with clear and succinct messages •To establish credibility – Demonstrate knowledge by providing believable and relevant messages Your Game Plan 25
- 26. Preparation is theKey •Never wing it – despite your knowledge •Shape your messages •Plan your answers •Practice your messages and answers •Consider possible supplementary questions •Know what you are walking into – Gather information about reporter – Gain insight into subject matter and direction of story – it is OK to ask questions Before the Interview 26
- 27. At the startof the interview … •You have an opportunity to set the tone •You want to be able to present your messages in a way that still cedes control to the reporter •That does not mean you be reactive •To the contrary, be proactive: – Break the ice by taking an interest in the reporter – Ask about the reporter’s background, where grew up, types of stories he or she likes to cover • It will go a long way toward making you more likeable in the eyes of the reporter Personalize the Experience 27
- 28. • Response Tips •Keep it simple – Avoid jargon • Personal experiences as examples – No one can refute your own personal experiences • Facts and statistics – Make a strong statement but do not overdo it • Third-party endorsement – Increases credibility • Analogy – Makes complicated points easy to understand During the Interview •28
- 29. • Step 1:Identify your audience – Know who you want to reach – Target those whom you want to take action – What is the one thing you want the audience to remember? – What are the three key facts you’d like to mention? – What is the phrase you want to repeat at least twice? – When people hear the name of your organization, we want them to think (phrase) in their head. • Interviews are really a 3-way conversation – You – Reporter – Audience – The reporter is the vehicle by which you reach your audience – Remember that you will speak to the audience, not the reporter Define Your Message 29
- 30. • Step 2:Create your message – Predetermine your objective as it will drive your main point – You can’t count on expressing every point – No more than 3 key points, as your message will become confused – You want to drive the message and not leave it up to the reporter to decide what is most important – Write out your main point, draft two secondary points – Get your main point across ASAP • Step 3: Stick to your agenda – Bring everything back to your key messages – Be conversational but to the point – Be concise in your answers – makes you more quotable Shape the Story 30
- 31. Managing The Message 31 Everyquestion deserves an answer, but answering the question is half the goal. Question MessageResponse BridgeBlock Flag
- 32. Blocking and Bridging •“Yes…(the response), in addition to that (bridge to key message)” •“No… (the response), let me explain (bridge to key message)” •“I can’t really address that. But what I do know is (bridge to key message)” •“That’s how it used to be. Here’s what we do now (bridge to key message)” Techniques to Manage Messages 32
- 33. Flagging •“That’s a terrificquestion…” •“The most important point to remember is….” •“We’ve talked about a lot, but it all boils down to these three points.” •“The heart of the matter is….” •“I can’t emphasize enough…” Managing the Message 33
- 34. • Nothing isever “off the record” • No “retroactive” off-the-record remarks • Off-the-cuff remarks can be next headline • Background statements can be quoted • Never argue • If questions contain negative words, don’t repeat them – restate as a positive • If you don’t say it, they can’t use it! Managing the Message 34
- 35. • Multiple Questions oPick the one you like best and answer that first • Absent Third Party o Never answer for a third party • Hypothetical o Make it clear you don’t want to guess • Inconsistency o Explain why the situation has changed • Cheap Shots/Negative Questions o Do not repeat a negative, focus on the positive Common Pitfalls 35
- 36. • Declining toanswer a question is OK, but avoid using “No Comment” or “I don’t know” … consider these tactics instead: o Always use the opportunity to bridge to what you want to say o “Here’s what I can say about that …” Then get your point across. o If an answer is needed, and you do not know … “I’ll get back to you” or “I’ll have someone else call you for that.” The “No Comment” Rule 36
- 37. • Thank thereporter • Encourage to follow up if have more questions • Ask when expect to broadcast or be in print • Have your communications expert follow up • If asked, “anything like to add …?” – Always take advantage of the opportunity – “I think we’ve covered a lot of ground, but I would emphasize …” – Make your main point and supporting points one more time Ending the Interview 37
- 38. TV/Broadcast Interviews • Alwaysassume camera or mic is on (even when they say it isn’t) • Short answers are crucial: 8-12 seconds • (On pre-recorded interviews) ask immediately to restate an answer if you are unhappy with what you said • Talk to the interviewer • Don’t shout -- use conversational tone – Keep energy level high -- show interest Image and Presence 38
Editor's Notes
- #4 Identify objective Identify publics that can influence success Tailor messaging specific to each public Identify how you can most effectively communicate with each public